1
EMPLOYEE
MANUAL
Cook Regentec
Hourly Employees
January 2017
Hourly Employees Cook Regentec January 2017
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Hourly Employees Cook Regentec January 2017
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Table of Contents
I. INTRODUCTION .................................................................................................................... 6
A. Message from Bill Cook (January 27, 1931 – April 15, 2011)................................................. 6
B. About the Cook Companies ................................................................................................... 6
C. About This Manual................................................................................................................. 6
II. EMPLOYMENT POLICIES ..................................................................................................... 7
A. Company Statement on Unionization..................................................................................... 7
B. Equal Employment Opportunity Policy Statement .................................................................. 7
1. Discrimination and Harassment .......................................................................................... 7
2. Diversity & Inclusion ........................................................................................................... 8
3. Sexual Harassment Policy .................................................................................................. 8
4. Prevention and Complaint Process..................................................................................... 9
5. No-Retaliation Policy .......................................................................................................... 9
6. ADA Policy ......................................................................................................................... 9
7. Work-related Accident, Injury, and Illness Policy............................................................... 10
8. Pay Transparency Nondiscrimination Provision ................................................................ 10
C. Personnel Records .............................................................................................................. 11
D. Open-Door Policy ................................................................................................................ 11
E. Evaluation Period and Performance Reviews ...................................................................... 11
III. COMPENSATION POLICIES ............................................................................................ 12
A. Work Hours.......................................................................................................................... 12
B. Recording Work Hours ........................................................................................................ 12
C. Payday ................................................................................................................................ 12
D. Overtime and Premium Pay................................................................................................. 12
1. Overtime........................................................................................................................... 12
2. Premium Pay .................................................................................................................... 13
3. Emergency Call-in Pay ..................................................................................................... 13
E. Cook Rewards Teamwork (CRT) Bonus .............................................................................. 13
IV. TIME-OFF BENEFITS....................................................................................................... 14
A. Paid Time-Off (PTO)............................................................................................................ 14
1. PTO Eligibility ................................................................................................................... 14
2. Use and Payment of PTO ................................................................................................. 15
3. Scheduling of PTO............................................................................................................ 15
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B. Holiday Schedule................................................................................................................. 15
C. Bereavement Leave ............................................................................................................ 16
D. Military Leave ...................................................................................................................... 16
E. Jury and Witness Duty ......................................................................................................... 16
F. School Leave ....................................................................................................................... 17
G. Lactation Accommodation (Family Room Area)................................................................... 17
H. Indiana Family Military Leave .............................................................................................. 17
I. FMLA Leaves of Absence ..................................................................................................... 18
1. Eligibility ........................................................................................................................... 18
2. Basic Leave Entitlement ................................................................................................... 18
3. Military Family Leave Entitlements.................................................................................... 18
4. Definition of Serious Health Condition............................................................................... 19
5. Use of Leave .................................................................................................................... 19
6. Substitution of Paid Leave (PTO)...................................................................................... 20
7. Benefits and Protection..................................................................................................... 20
8. Employee Responsibilities ................................................................................................ 20
9. Employer Responsibilities................................................................................................. 21
10. Enforcement ................................................................................................................... 21
J. Non-FMLA Medical Leave of Absence (MLOA Leave) ......................................................... 21
K. Extended Major Medical Leave (EMM Leave)...................................................................... 22
L. Parental Leave ..................................................................................................................... 22
M. Work-Related Injuries.......................................................................................................... 22
N. Leaves and PTO.................................................................................................................. 23
O. Short-Term Disability Pay.................................................................................................... 23
V. EMPLOYEE BENEFIT PLANS.............................................................................................. 25
A. Health, Retirement, and Related Benefits ............................................................................ 25
B. Educational Assistance Program ......................................................................................... 25
VI. EMPLOYEE ATTENDANCE ............................................................................................. 26
A. Attendance Guidelines......................................................................................................... 26
1. Absence Reporting ........................................................................................................... 26
2. No-Call/No-Show .............................................................................................................. 26
3. Tardiness.......................................................................................................................... 27
4. Management Discretion .................................................................................................... 27
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VII. EMPLOYEE CONDUCT.................................................................................................... 28
A. Dress Code/Personal Hygiene............................................................................................. 28
B. Solicitation and Distribution.................................................................................................. 28
C. Use of Company Property ................................................................................................... 28
D. Zero-Tolerance Workplace Violence.................................................................................... 28
E. Computer and Electronic Information................................................................................... 29
F. Employee Engagement in Social Media............................................................................... 32
G. Drug and Alcohol Policy/Smoke-Free Environment ............................................................. 33
H. Confidentiality...................................................................................................................... 33
J. Behavior of Employees......................................................................................................... 34
K. Disciplinary Process ............................................................................................................ 34
L. Termination of Employment ................................................................................................. 34
A Final Word… ............................................................................................................................ 36
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I. INTRODUCTION
A. Message from Bill Cook (January 27, 1931 – April 15, 2011)
Below is a message from our late founder, Bill Cook, regarding his thoughts on the benefits and
responsibilities of being part of the Cook team.
All of us spend a considerable portion of our time on the job. We hope you will be happy
in doing your job to the best of your ability. We want you to feel that this is a pleasant
place to spend your working hours and that you are part of a tradition of the highest
quality products and integrity in business dealings. Cook is a growing organization and
we believe there are great opportunities for all who contribute to the welfare and success
of the company.
I personally enjoy my work and feel that every day is a challenge – a challenge that can
be met successfully by doing as good of a job as I am capable of doing. There is great
satisfaction in accomplishment.
I am proud to be a part of such a successful organization and I hope you are too.
B. About the Cook Companies
Since 1963, Cook companies have been among the leaders in developing healthcare devices
that have improved lives around the world. Cook companies remain at the forefront of medical
research and worldwide sales of products for various medical applications, including
endovascular therapy, critical care medicine, general surgery, diagnostic and interventional
procedures, bioengineered tissue replacement and regeneration, gastroenterology and
endoscopy procedures, urology, otolaryngology/head and neck surgery and assisted
reproductive technology. Our Cook corporate family also includes companies that manufacture
specialized industrial parts and offer commercial services in the travel, real-estate development
and management, retail, hospitality and entertainment fields. Cook companies are a global
enterprise with a global focus – and a global future.
C. About This Manual
This manual provides an overview of Cook’s employment and workplace policies for employees
categorized as ‘Hourly’. It is not intended to provide complete details of all of Cook’s policies
and procedures. From time to time, you may receive more detailed or updated information
concerning Cook’s policies and procedures. Cook reserves the right, at its discretion, to deviate
from these policies or change these policies at any time. If you have any questions regarding
the policies in this manual or any other policies, please ask your supervisor or Human
Resources for assistance.
This manual is not a contract guaranteeing employment for any specific duration or limiting the
reasons or procedures for termination or modification of the employment relationship. The
employment of each employee is terminable at will by either the employee or Cook at any time,
for any reason, with or without cause or notice.
We wish you the best of luck and success in your position and hope that your employment with
Cook will be a rewarding experience.
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II. EMPLOYMENT POLICIES
A. Company Statement on Unionization
Quality and craftsmanship are keynotes to Cook’s success. As an employer, Cook asks for
pride in work, attention to detail, positive attitude, and regular attendance. In return, the
company will always strive to give you the best working conditions and benefits.
For example, Cook was to our knowledge the first company in Indiana to have our type of profit
sharing plan. We also provide our employees with many other valuable employment benefits,
including paid life, hospitalization, major medical, optical and dental insurance; paid holidays;
paid time off; bereavement leaves; medical and family leaves; perfect attendance pay; and paid
disability benefits.
Pay raises and many benefits are keyed to the company’s performance. No union can claim
that it secured these benefits for you; you secured them yourself by making the company a
success – a leader in its field. We, therefore, believe that unionization has no place at Cook.
B. Equal Employment Opportunity Policy Statement
Cook is an equal opportunity employer. We believe in the dignity and worth of every individual.
We will not discriminate against any employee or applicant for employment because of race,
color, religion, sex, sexual orientation, gender identity, national origin, age, marital status,
genetic information, disability, military or veteran status, or any other protected characteristic
under applicable law. It is also the policy of Cook to take affirmative action as called for by
applicable laws and Executive Orders to employ and advance in employment all persons
regardless of race, color, religion, sex, sexual orientation, gender identity, national origin, age,
marital status, genetic information, disability, military or veteran status, or any other protected
characteristic under applicable law, and to base all employment decisions only on valid job
requirements. This policy shall apply to all employment actions, including but not limited to
recruitment, hiring, upgrading, promotion, transfer, demotion, layoff, recall, termination, rates of
pay, or other forms of compensation, and selection for training at all levels of employment.
We expect our management employees to strictly enforce these policies in the workplace and in
other work-related settings, such as business trips and business-related social events. Failure
to do so will result in disciplinary action, up to and including termination of employment.
1. Discrimination and Harassment
Cook will not discriminate against or favor any employee or applicant, or make any
decision or take any action, because of race, color, religion, sex, sexual orientation,
gender identity, national origin, age, marital status, genetic information, disability, military
or veteran status, or any other protected characteristic under applicable law. Cook also
prohibits any employees or non-employees who conduct business with the company to
engage in discrimination or conduct that may harass, intimidate, insult, ridicule,
emphasize, or characterize another person because of his or her race, color, religion,
sex, sexual orientation, gender identity, national origin, age, marital status, genetic
information, disability, military or veteran status, or any other protected characteristic
under applicable law.
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While it is impossible to list all types of such discrimination or harassment, they include:
• verbal or physical conduct that denigrates or shows hostility or aversion toward
an individual or group for any of these protected characteristics;
• epithets, slurs, or negative stereotyping related to any of these protected
characteristics;
• threatening, intimidating, or hostile verbal or physical acts toward an individual or
group that relate to any of these protected characteristics; or
• written or graphic material that denigrates or shows hostility or aversion toward
any individual or group for any of these protected characteristics.
2. Diversity & Inclusion
We believe that teams of people who trust, respect, value and honor varying
approaches, solutions, and contribution will improve project results.
Our mission is to bring people together in education and conversation, fostering
relationships that identify strengths in our similarities and our differences. We strive to
create an environment promoting respect, inclusion, diversity, and equality in all of our
interactions, making our communities and Cook stronger through our individual and
collective partnerships.
As set forth in our Diversity & Inclusion Mission Statement, Cook values diversity at all
levels and strives for full participation from all our employees of every gender, gender
identity, race, age, disability, sexual orientation, pregnancy status, national origin,
religious affiliation, veteran status, ability or class. We believe that inclusion fosters
creativity and innovation and empowers all our employees, thus making Cook a stronger
organization. To this end, Cook promotes a corporate culture that maintains a balanced
and diverse workforce.
3. Sexual Harassment Policy
Sexual harassment of our employees by other employees or non-employees who
conduct business with the company is strictly prohibited. Violations of this policy may be
cause for disciplinary action, up to and including termination. While it is impossible to list
all types of sexual harassment, they include unwelcome or unwanted:
• sexual advances, sexual flirtations and requests for sexual favors,
• verbal, visual or physical conduct of a sexual nature,
• offensive sexual remarks, innuendoes or jokes,
• unwelcome leering, whistling or obscene gestures,
• display of sexually suggestive objects or pictures,
• sexually degrading words used to describe an individual, and/or
• sexually suggestive or offensive dress,
when (1) submission to such conduct is directly or indirectly a condition of employment,
(2) submission to or rejection of such conduct is used as the basis for employment
decisions, (3) such conduct unreasonably interferes with an individual’s job performance,
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or (4) such conduct creates an unwelcome, intimidating, hostile, abusive or offensive
working environment.
The prohibition of sexual harassment applies to persons of the same or opposite sex, as
required by applicable federal, state, or local law.
4. Prevention and Complaint Process
We hold our management responsible for maintaining work environments free from any
form of discrimination or harassment. Prevention is the best method of eliminating
discrimination and harassment in the workplace. Therefore, Cook charges management
with the responsibility of taking all steps necessary to enforce this policy.
Cook further strongly supports and encourages reporting all incidents of discrimination
and harassment, regardless of the identity of the offender. Any employee who
experiences unlawful discrimination or harassment, or observes such conduct, should
promptly report the matter to his or her immediate supervisor. If, however, the employee
believes that it would be inappropriate to discuss the matter with his or her immediate
supervisor, the employee may bypass his or her supervisor and report it to Human
Resources or the Corporate Compliance Office Coordinator.
You may also use the Ethics and Compliance Help-line, 1-877-353-8442, and/or the web
page: www.cook.ethicspoint.com
An employee’s complaint will be treated as confidential to the maximum extent possible
and will be investigated promptly and thoroughly. Cook will take prompt and appropriate
corrective action to end such conduct, including but not limited to termination of any
person who engages in such conduct.
5. No-Retaliation Policy
It is against Cook policy to retaliate against any employee for filing a complaint,
reporting, cooperating in the investigation of, or offering evidence of a violation of this
policy. Any person who takes such retaliatory action shall be subject to disciplinary
action, up to and including termination.
An individual’s personal and professional life may be seriously damaged by a complaint
of unlawful discrimination or harassment. Therefore, if after thoroughly investigating any
complaint of harassment or discrimination, Cook determines that an employee has
knowingly provided false, exaggerated or embellished information regarding the
complaint, disciplinary action may be taken against that individual.
6. ADA Policy
Cook will not discriminate against qualified individuals with a disability with regard to any
aspect of employment. The company is committed to complying with the applicable
federal and state law, including the Americans with Disabilities Act, as amended.
The company recognizes that some individuals with disabilities may require reasonable
accommodations. If you are disabled or become disabled (meaning you have a mental
or physical impairment substantially limiting one or more of your major life activities) and
you require a reasonable accommodation, you should contact Human Resources to
begin the interactive process, which will include discussing your disability, limitations,
and possible reasonable accommodations that may enable you to perform the essential
Cook Regentec
Hourly Employees January 2017
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functions or your position, make the workplace more readily accessible to and usable by
you, or otherwise allow you to enjoy equal benefits and privileges of employment.
7. Work-related Accident, Injury, and Illness Policy
Maintaining a safe workplace is of great importance to Cook. It is your responsibility as
an employee to promptly report workplace accidents, injuries, or illnesses to permit the
company to determine the cause(s) as quickly as possible in order to prevent or avoid
other similar incidents. Failure to report a known accident or work-related injury or
illness according to this policy may result in discipline. Additionally, you have the right to
report work-related accidents, injuries, and illnesses without fear of retaliation from the
company or other employees. You are encouraged to notify the company if you feel you
have been retaliated against for reporting a work-related accident, injury, or illness.
If you sustain an injury or become ill during working hours, you must report it to your
immediate supervisor or someone in your management group as soon as possible after
the occurrence and no later than the end of your shift or before you leave the company
premises. In instances where an injury or illness may not be immediately apparent (such
as a muscle pain which worsens or develops over time), you must notify your supervisor
or someone in your management group immediately upon becoming aware of the injury
or illness, or as soon as reasonably possible. If you become aware of a work-related
injury or illness outside of work, you must immediately report the injury or illness to your
supervisor or someone in your management group.
A written incident report must be completed with your supervisor or someone in your
management group before leaving the company premises, unless the severity of the
injury or illness prevents you from doing so or if the injury or illness is not immediately
apparent, in which case the report must be completed as soon as possible thereafter.
You should identify if there were any witnesses to the incident and list them on the
reporting form. Your supervisor and any witnesses will also complete a report of the
incident if necessary.
At the discretion of the company, workplace accidents may require a post-accident drug
and/or alcohol test. The company will reasonably consider the facts of each accident
and in its best judgment decide whether drug and/or alcohol use may have contributed
to the situation before requiring an employee to submit to a post-accident drug or alcohol
test. The company will comply with all applicable state and federal law in the
administration of this policy, including the Occupational Safety and Health Act (OSHA)
and its implementing regulations.
8. Pay Transparency Nondiscrimination Provision
Cook will not discharge or in any other manner discriminate against employees or
applicants because they have inquired about, discussed, or disclosed their own pay or
the pay of another employee or applicant. However, employees who have access to the
compensation information of other employees or applicants as a part of their essential
job functions cannot disclose the pay of other employees or applicants to individuals who
do not otherwise have access to compensation information, unless the disclosure is (a)
in response to a formal complaint or charge, (b) in furtherance of an investigation,
proceeding, hearing, or action, including an investigation conducted by the company, or
(c) consistent with the company’s legal duty to furnish information.
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C. Personnel Records
Cook maintains a personnel file for each employee. Personnel files are the property of Cook.
Access to personnel files is limited to the extent permitted or required by law. To ensure that
each employee’s personnel file is up-to-date at all times, employees are encouraged to notify
Human Resources of any changes in their name, telephone number, home address, marital
status, number of dependents, beneficiary designations, and the persons to notify in case of
emergency.
D. Open-Door Policy
Cook encourages employees to communicate with management concerning work-related
issues. If an employee has a work-related issue, the employee should bring it to the attention of
a member of management or Human Resources. Cook will take the appropriate steps to
investigate and resolve the issue.
E. Evaluation Period and Performance Reviews
The first eight weeks of an employee’s employment with Cook will serve as an evaluation period
for the company. During this period, if the company determines that the employee’s
performance is not satisfactory, then the company may provide the employee with additional
training, reassign the employee to another position, or terminate the employee’s employment.
Employees are not guaranteed employment for the duration of this evaluation period. In
addition, successful completion of this evaluation period does not guarantee an employee’s
continued employment with Cook for any particular duration.
Performance and merit wage reviews are provided for all Cook employees as an opportunity to
communicate performance strengths and weaknesses, as well as to determine appropriate
training to be scheduled. Performance and wage reviews will be performed on at least an
annual basis.
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III. COMPENSATION POLICIES
A. Work Hours
The regular workweek is Sunday through Saturday. The nature and responsibilities of an
employee’s position may not lend themselves to fixed work hours and schedules. Accordingly,
work hours and schedules may be determined by management to meet the varying conditions
of our business.
Full-time employees are those employees who are regularly scheduled to work 40 hours each
workweek. Normally, for each workday, an employee will be given one unpaid lunch break of 30
minutes and two 10-minute breaks with pay.
B. Recording Work Hours
All employees shall record their actual work time and absences by use of a time clock or other
company-approved method. Employees are required to clock out and in each time they leave
the company premises for business and non-business reasons (e.g., meal breaks, doctor
appointments, etc.). Failure to record work hours in a timely manner may cause delay in an
employee’s receipt of compensation. Employees should not clock in earlier than 7 minutes prior
to the beginning of their scheduled start time. Employees are not permitted to perform any work
prior to their scheduled start time or after their scheduled ending time absent prior management
authorization. Employees are strictly prohibited from performing any work “off the clock”.
Clocking in or out for another employee is strictly prohibited. Failure to comply with this policy,
or falsification of any time clock records, shall be grounds for disciplinary action up to and
including termination.
If an employee believes he or she has not been compensated for actual working time or
observes others who have not been compensated for actual working time, the employee should
promptly report the matter to Human Resources.
C. Payday
Employees will be paid by check or direct deposit on a weekly or bi-weekly basis. To participate
in the direct deposit program, employees should contact Human Resources or Payroll. All
required deductions, such as for federal, state, and local taxes and authorized voluntary
deductions, will be withheld automatically from the employee’s pay.
D. Overtime and Premium Pay
1. Overtime
Employees will be permitted to work overtime only if it is authorized in advance by their
supervisor or a member of management. Employees will be paid 1.5 times their regular
hourly rate of pay for all hours paid in excess of 40 hours in any given workweek.
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2. Premium Pay
Employees will be paid 2.5 times their regular hourly rate of pay for all hours actually
worked on a company-recognized holiday. Employees will not be entitled to overtime
pay in addition to premium pay for hours worked on holidays or Sundays. Employees
will be paid premium pay (2.5 times their regular hourly rate) for hours actually
worked on Sunday. If the following stipulations are met during the workweek (Sunday
through Saturday):
• The employee must be compensated for 40 hours Monday through Saturday.
This includes regular pay, OT pay, PTO, Jury Duty, Bereavement or Holiday Pay.
• If hours compensated Monday through Saturday are less than 40, premium pay
will not be paid until the employee reaches 40 hours total.
3. Emergency Call-in Pay
From time to time, employees may be called in to work for emergency reasons. In such
instances, an employee will be paid for any hours actually worked at the applicable pay
rate (e.g., straight-time pay, overtime pay, or premium pay); however, any employee
called in under this provision will receive a minimum of four hours of pay or the actual
hours worked, whichever is greater.
E. Cook Rewards Teamwork (CRT) Bonus
In recognition of employee contributions and to promote efficiency and production potential,
Cook has established a CRT bonus program for its employees. The CRT bonus program
creates a bonus pool that is based upon the company attaining established daily goals. CRT
bonuses shall be paid during the month following the applicable quarter. Employees who do not
work throughout the entire quarter (e.g., those hired or terminated during the quarter) are
entitled to a pro-rata share of the CRT bonus that is based upon wages earned during the
quarter. Details of the CRT bonus program are available from Human Resources. Cook
reserves the right to make changes to the CRT bonus program at its sole discretion.
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IV. TIME-OFF BENEFITS
A. Paid Time-Off (PTO)
This PTO policy is effective January 1, 2017.
Cook grants paid time-off (“PTO”) to its full-time employees. Part-time employees are not
eligible for PTO. Employees may use PTO for vacation, sickness, their birthday, and other
personal activities.
1. PTO Eligibility
During their initial partial calendar year of employment, full-time employees shall be
eligible for PTO as follows:
Month Hired PTO Hours
January 104
February 96
March 88
April 80
May 72
June 64
July 56
August 48
September 40
October 32
November 24
December 16
Following their initial partial calendar year of employment, full-time employees shall
accrue their entire annual allotment of PTO hours on January 1 of each full calendar
year of employment as follows:
Length of Employment PTO Hours
1st through 2nd full calendar year 104
3rd through 4th full calendar year 120
5th through 9th full calendar year 152
10th and 11th full calendar year 168
12th and 13th full calendar year 176
14th and 15th full calendar year 184
16th and 17th full calendar year 192
18th and 19th full calendar year 200
20th full calendar year and beyond 240
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Employees must be employed by Cook for at least 4 weeks before they are eligible for
PTO and can begin using it. If hired in December, the waiting period will be waived.
Employees must also be employed with Cook at the beginning of each calendar year of
employment to be considered to have accrued any of the corresponding PTO hours
listed above.
2. Use and Payment of PTO
PTO may be taken in hourly increments. At the end of each calendar year, employees
may roll over (save) unused PTO to a bank for future use. This bank may not exceed
200 hours. Accordingly, any unused PTO in a calendar year that would be in excess of
this limit cannot be rolled over for future use and will be forfeited. In addition, the
maximum amount of rolled-over hours in an employee’s bank that can be used in a
given calendar year is 40 hours.
PTO will be paid at the employee’s regular rate of pay. PTO payments will be made on
the next regular payday for the period in which the PTO is taken. No payments will be
made in lieu of taking PTO, except that, upon the next regular payday following
termination of employment, employees are entitled to payment for any PTO that is
accrued but unused as of termination.
3. Scheduling of PTO
Employees should give their supervisors as much advance notice as possible of their
intent to use PTO. All requests for PTO are subject to approval by management, and
management reserves the right to limit the number of approved PTO requests for any
particular period.
Generally, PTO requests will be granted on the basis of individual department needs.
Requests to schedule PTO around holidays and in blocks of time one week or longer
should be made with as much advance notice as possible. When PTO requests are
made before March 1, seniority will be taken into consideration and these requests will
be given priority over later requests.
Employees can use unscheduled PTO (called in or taken after the work day has begun)
12 times per year. If call-in or unscheduled PTO is utilized more than 12 times, the
absence will result in unexcused time.
Call-in or unscheduled PTO may not be used the day before or after a Holiday.
Call-in and unscheduled PTO has to be approved by management.
B. Holiday Schedule
Cook recognizes the following paid holidays:
New Year’s Day
Memorial Day
Independence Day
Labor Day
Thanksgiving Day
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Friday after Thanksgiving Day
Christmas Day
Full-time employees are entitled to time off with pay for these holidays. To be eligible for
holiday pay, employees must have worked their regularly scheduled hours on the scheduled
workdays immediately before and after the holiday. A PTO day that was requested and
approved by management prior to the day before or after a holiday is considered a day worked
for holiday pay eligibility. PTO cannot be ‘called-in’ or taken as a partial day once at work the
day before or after a holiday. Holiday pay will be paid on the regular payday covering the pay
period in which the holiday falls. Holiday pay will be based upon an eight-hour day and shall be
paid at the employee’s regular hourly rate of pay. Employees who regularly work four days per
week (10 hours per day) will work 8 hours per day only during the week in which a holiday falls.
C. Bereavement Leave
Full-time employees will be granted up to 24 hours of time off from work in the event of a death
of their spouse, child, sibling, step- or half-sibling, step-parent, grandchild, step-child, parent or
parent-in-law, brother-in-law or sister-in-law, son-in-law or daughter-in-law and
grandparent/grandparent-in-law. This time is with pay for employees who have been employed
with Cook for at least 4 weeks and without pay for employees who have been employed with
Cook for less than 4 weeks. Additional bereavement leave may be granted at the sole
discretion of management. Any discretionary bereavement leave will be without pay.
Employees may be granted up to 8 hours of time off from work without pay to attend the funeral
of a friend or distant relative, depending upon distance and location.
All requests for bereavement leave should be made to an employee’s supervisor.
Employees may not substitute bereavement leave pay while on a continuous medical leave of
any kind.
D. Military Leave
Employees are eligible for military leave. Such leave and the re-employment rights of an
employee upon return from such leave shall be determined in accordance with applicable
federal and state law and regulations. If an employee is called to, or volunteers for, active
military duty or Reserve or National Guard training, the employee should notify his or her
supervisor or other designated person and submit copies of applicable military orders as soon
as practical. If an employee’s military pay is less than his or her regular base pay (excluding
CRT bonus and other compensation and benefits), Cook shall make up the difference for a
period not to exceed 12 months during any rolling 5-year period, measured backwards from the
date the employee uses any military leave. Otherwise, military leave shall be without pay. An
employee on military leave may elect to substitute any accrued, unused PTO in place of unpaid
leave under this policy. See Human Resources for more information.
E. Jury and Witness Duty
Employees are eligible for time off if summoned to serve in court as a juror or subpoenaed to
appear in court as a witness.
To qualify for jury or witness leave, employees must submit to their supervisors a copy of the
summons to serve or subpoena to appear as soon as they receive it. In addition, proof of
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service as a juror or appearance as a witness must be submitted to the employee’s supervisor
when the period of jury or witness duty is completed.
Employees are eligible for paid time off for the first 10 days of jury duty that fall on the
employee’s regularly scheduled days of work (“Paid Days”); however, employees must pay to
Cook any amount of jury duty pay they receive from the court. Jury duty is unpaid following the
Paid Days. Jury duty pay will be based upon the employee’s standard workday and shall be
paid at the employee’s regular hourly rate of pay. Time off for part-time employees to serve as
a juror is without pay.
Witness duty (subpoena) will be unpaid. Any time off due to a summoned or subpoenaed
appearance in court will be an excused absence.
If the employee is released from jury or witness duty at least 2 hours prior to the end of a
workday, the employee is required to return to work that day.
F. School Leave
This leave applies to employees who are a parent, guardian, or person standing “in loco
parentis” of a school-aged child (including college students but excluding preschoolers). You are
entitled to 4 hours of unpaid leave per school calendar year to attend, or otherwise be involved
in, that child or children’s school activities. This leave will be excused. Employees must give
appropriate advance notice when leave is needed. Specific questions should be addressed in
Human Resources.
G. Lactation Accommodation
Cook will provide employees who give birth to a child a private location where the employee can
express her breast milk and a refrigerator or other cold storage place for keeping the milk that
was expressed, for one year following the birth of her child. The employee can use a reasonable
amount of time which will include her breaks and/or lunch period. Cook will also allow an
employee to provide her own portable cold storage device for keeping milk that has been
expressed until the end of the employee’s work day.
H. Indiana Family Military Leave
In compliance with the Indiana Military Family Leave Act, Cook grants 10 working days of
unpaid leave in a calendar year to any employee who is the spouse, parent, grandparent, or
sibling of an individual called to active military duty in the armed forces of the United States, the
Indiana Army National Guard, or the Indiana Air National Guard. The family member must be
scheduled for at least 89 consecutive days of active military duty in order for the employee to
qualify for family military leave. In order to qualify for the family military leave, employees must
have worked for Cook at least 12 months and must have worked at least 1,500 hours during the
12-month period immediately preceding the first day of the scheduled family military leave.
Eligible employees are permitted to take family military leave during the following time periods:
(1) During the 30 days before their family member’s active-duty orders take effect;
(2) During their family member’s leave from duty while active-duty orders remain in
effect; and
(3) During the 30 days following the termination of their family member’s active-duty
orders. Cook Regentec January 2017
Hourly Employees
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Employees should provide written notice to their immediate supervisors or direct management
report of the date they would like to begin taking family military leave. Such written notice must
be given at least 30 days prior to the date on which the employee requests that family military
leave begin, except when the family member receives active-duty orders less than 30 days
before the employee’s requested leave is set to begin. Cook may request verification from the
employee regarding his or her eligibility for family military leave. Cook may request a copy of
the family member’s active-duty orders, if such documentation is available. Cook may also
request proof of the employee’s relationship to the family member. If Cook requests verification
of the employee’s eligibility for family military leave and the employee fails to submit the
requested verification, Cook may count any absence from work as unexcused and proceed with
any appropriate disciplinary action.
Cook may require that the employee, or the employee may elect to, substitute any accrued,
unused PTO for unpaid leave under this policy. An employee who is taking family military leave
will be permitted to continue his or her healthcare benefits at the employee’s current expense.
I. FMLA Leaves of Absence
Cook recognizes that employees may need to take time off from work because of their own
medical reasons and medical reasons affecting their families. The company provides family and
medical leave in compliance with the Family and Medical Leave Act (FMLA). Below is a
summary of your rights under the FMLA.
1. Eligibility
To be eligible for FMLA leave you must (a) have worked with Cook for at least 12
months and (b) have worked at least 1,250 hours for Cook during the previous 12
months.
2. Basic Leave Entitlement
If you are eligible, you may take up to 12 weeks of unpaid leave during a rolling 12-
month period for one or more of the following reasons: (a) for incapacity due to
pregnancy, prenatal medical care or child birth; (b) to care for your child after birth, or
placement for adoption or foster care; (c) to care for your spouse, son, daughter, or
parent who has a serious health condition; or (d) for a serious health condition that
makes you unable to perform your job.
The “rolling” 12-month period is measured backwards from the date FMLA leave is to
begin and is used to determine the amount of FMLA leave available to you. All FMLA-
qualifying leave taken during the 12-month period is added together for purposes of
determining your eligibility.
3. Military Family Leave Entitlements
If you are eligible and your spouse, son, daughter, or parent is a military member on
covered active duty or called to covered active-duty status (deployment of the member
with the armed forces to a foreign country), you may use your 12-week FMLA leave
entitlement during a rolling 12-month period to address certain qualifying exigencies.
Examples of qualifying exigencies include issues related to short-notice deployment,
attending certain military events, arranging for alternative childcare, caring for military
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19
member’s parents, addressing certain financial and legal arrangements, attending
certain counseling sessions, and attending post-deployment reintegration briefings.
If you are eligible, you may take up to 26 weeks of leave to care for a covered service
member during a single 12-month period beginning on the first day of leave. A covered
service member is (a) a current service member of the Armed Forces or Reserves,
including the National Guard or Reserves, who is undergoing medical treatment,
recuperation, or therapy; is otherwise in outpatient status; or is otherwise on the
temporary disability retired list for a serious injury or illness; or (b) a veteran of the
Armed Forces (including the National Guard and Reserves) who is discharged (other
than dishonorably discharged) within the five-year period before the eligible employee
takes military caregiver leave to care for the veteran and who is undergoing medical
treatment, recuperation, or therapy for a serious injury or illness.
Military Family Leave is unpaid.
4. Definition of Serious Health Condition
A “serious health condition” is an illness, injury, impairment, or physical or mental
condition that involves either an overnight stay in a medical care facility, or “continuing
treatment” by a healthcare provider for a condition that either prevents you from
performing the functions of your job or prevents the qualified family member from
participating in school or other daily activities. Ordinarily, unless complications arise, the
common cold, the flu, earaches, upset stomach, minor ulcers, headaches other than
migraine, routine dental or orthodontia problems, and periodontal disease are examples
of conditions that are not “serious health conditions” and do not qualify for FMLA leave.
Subject to certain conditions, the “continuing treatment” requirement may be met by
(a) a period of incapacity of more than 3 consecutive calendar days combined with
at least two visits to a healthcare provider or one visit and a regimen of
continuing treatment, or
(b) incapacity due to pregnancy, or
(c) incapacity due to a chronic condition. Other conditions may meet the definition of
“continuing treatment.”
5. Use of Leave
Employees are not required to use their FMLA in one block. When medically necessary,
leave may be taken on an intermittent or reduced-schedule basis. Leave due to
qualifying exigencies may also be taken on an intermittent basis. You must make
reasonable efforts to schedule leave for planned medical treatment so as not to unduly
disrupt the company’s operations.
Bonding time (leave taken to care for and bond with a healthy newborn) is not allowed to
be used on an intermittent basis.
FMLA leave for bonding time can be taken as a reduced schedule leave. You may be
required to transfer temporarily, during the period of reduced leave, to an available
alternative position for which you are qualified and which better accommodates recurring
periods of leave. Transfer to an alternative position may include altering an existing job
to better accommodate the employee’s need for reduced leave.
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FMLA leave for bonding time must be taken during the 12 months immediately following
the date of the baby’s birth. Bonding time is unpaid.
If a husband and wife are both employed by Cook (even if employed at different
worksites or divisions), the combined total weeks of FMLA leave to which the husband
and wife are entitled is limited to 12 weeks during any 12 month period when leave is
taken for the following reasons:
• For the birth and care of the newborn child;
• For placement of a son or daughter for adoption or foster care, or to care for the
employee’s child after placement.
6. Substitution of Paid Leave (PTO)
Employees may choose, or Cook may require them, to use accrued paid leave (e.g.,
PTO) while taking FMLA leave. When paid leave is being used during FMLA leave, you
must comply with Cook’s normal paid leave policies.
7. Benefits and Protection
All group health benefits (e.g., major medical, hospitalization, and dental) will continue
during FMLA leave on the same conditions as if you had been continuously employed,
provided that you had such coverage prior to the FMLA leave. If you are receiving PTO
and/or STD pay during your FMLA leave, you will continue to pay your share of health
plan premiums by the method normally used during paid leave (e.g., payroll deduction)
and the company will pay its share of health plan premiums. If your PTO or STD pay
does not cover your share of health plan premiums, or if your FMLA leave is unpaid, the
company will collect the unpaid amount of your share of health plan premiums in
installments upon your return to work by payroll deductions over a period of time equal
to the period of time you are in arrears. If you fail to return to work at the end of your
FMLA leave (other than for circumstances beyond your control), you may be required to
reimburse the company that portion of health plan premiums paid by the company during
your leave.
Upon return from FMLA leave, you will be reinstated to your original job or to an
equivalent job with equivalent pay, benefits, and other terms and conditions of
employment. In addition, your use of FMLA leave will not result in the loss of any
employment benefit that accrued prior to the start of your leave.
8. Employee Responsibilities
Employees must provide 30 days advance notice of the need to take FMLA leave when
the need for leave is foreseeable. When 30 days’ notice is not possible, you must
provide notice as soon as practicable and generally must comply with Cook’s normal
call-in procedures.
You must provide sufficient information for the company to determine if the leave may
qualify for FMLA protection and about the anticipated timing and duration of the leave.
Sufficient information may include that you are unable to perform your job functions or a
family member is unable to perform daily activities, the need for hospitalization or
continuing treatment by a healthcare provider, or circumstances supporting the need for
military family leave. You also must inform the company if the requested leave is for a
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reason for which FMLA leave was previously taken or certified.
In addition, you must provide the company with a completed medical certification form
supporting the need for leave within 15 days of receiving the blank certification form from
the company. If you fail to provide the completed medical certification to the company in
a timely manner, you may lose your entitlement to FMLA leave for the absence.
Recertification may also be required in certain circumstances. If leave is due to your
own serious health condition, you must provide a fitness-for-duty certificate prior to
returning to work.
9. Employer Responsibilities
If you request FMLA leave, the company will inform you whether you are eligible under
the FMLA. If you are eligible, the company will also inform you of any additional
information that will be required in order for you to qualify for leave, as well as your rights
and responsibilities, and will provide you with a copy of this policy. If you are not eligible,
the company will provide you with the reason for the ineligibility.
Once it is determined that you are eligible for FMLA and you have provided the company
with the appropriate certification, the company will inform you of whether your leave is
being designated as FMLA-protected, including the amount of leave that will be counted
against your leave entitlement.
10. Enforcement
The FMLA prohibits employers (a) from interfering with, restraining, or denying the
exercise of any right provided under the FMLA and (b) from discharging or discriminating
against any person for opposing any practice made unlawful by the FMLA or for
involvement in any proceeding under or relating to the FMLA. Complaints may be
addressed through the U.S. Department of Labor (DOL) or private litigation. The FMLA
does not affect any federal or state law prohibiting discrimination or supersede any state
or local law or collective bargaining agreement which provides greater family or medical
leave rights. Pursuant to section 109 of the FMLA, Cook has posted the DOL’s
“Employee Rights and Responsibilities” notice. Regulation 29 C.F.R. § 825.300(a) may
require additional disclosures.
J. Non-FMLA Medical Leave of Absence (MLOA Leave)
During his or her initial partial year of employment before completing the service requirements to
be eligible for FMLA, a newly hired, full-time employee may be entitled to a non-FMLA medical
leave of absence (MLOA leave) for his or her own serious health condition, up to a total of 12
workweeks. MLOA leave may not be available if there is an available alternative position for
which the employee is qualified that can accommodate the employee’s medical conditions. The
company does retain the right at its discretion to approve or deny the employee’s leave, to limit
its duration, and to make exceptions on a case-by-case basis. MLOA leave shall expire
immediately upon the employee becoming eligible for FMLA leave.
Unless Cook informs the employee otherwise, the rights and obligations described for FMLA
leave will also apply to MLOA leave (e.g., method of pay, continuation of benefits, and notice
and medical certification requirements); however, an employee is not eligible to take MLOA
leave on an intermittent or reduced-leave basis, and the company does not guarantee an
employee’s reinstatement upon his or her return from MLOA leave. The company will, at its
Hourly Employees Cook Regentec January 2017
22
discretion, endeavor to place the employee in his or her former position or in a position
comparable in status and pay, subject to, among other considerations, budgetary restrictions,
the company’s need to fill vacancies, and the ability of the company to find qualified
temporary replacements.
K. Extended Major Medical Leave (EMM Leave)
If an employee has a major medical condition that prevents him or her from returning to work at
the conclusion of an FMLA leave, the employee may be eligible for an extended leave of
absence for up to 14 additional workweeks (EMM leave). EMM leave is available only as a
continuation of an approved FMLA leave that the employee was using for the same medical
condition on a continuous basis (as opposed to on an intermittent or reduced-leave basis).
EMM leave will not be available for any medical condition once the employee has returned to
work from FMLA leave for that condition. Extended medical leave may also not be available if
there is an available alternative position for which the employee is qualified that can
accommodate the employee’s medical condition. In addition, the company, subject to
applicable law, may deny EMM leave if the employee’s medical condition would prevent the
employee from returning to work following the exhaustion of EMM leave. Unlike FMLA leave,
EMM leave is not guaranteed, and the company retains the right at its discretion, to approve or
deny an EMM leave, to limit its duration, and to make exceptions on a case-by-case basis.
Unless Cook informs the employee otherwise, the rights and obligations described for FMLA
leave will also apply to EMM leave (e.g., method of pay, continuation of benefits, and notice and
medical certification requirements); however an employee is not eligible to take EMM leave on
an intermittent or reduced-leave basis, and the company does not guarantee an employee’s
reinstatement upon his or her return from EMM leave. The company will, at its discretion,
endeavor to place the employee in his or her former position or in a position comparable in
status and pay, subject to, among other considerations, budgetary restrictions, the company’s
need to fill vacancies, and the ability of the company to find qualified temporary replacements.
An employee may not use EMM leave more than once during any 12 month period of time. In
addition, if an employee while on EMM leave recoups FMLA days under the “rolling” 12-month
period, the employee would no longer be eligible to continue on EMM leave.
L. Parental Leave
After completing 4 weeks of employment, employees are eligible for a Parental Leave.
Parental Leave is 2 work weeks (10 days) of paid leave that can be taken in addition to
MLOA/FMLA/EMM to care for your child after birth or placement for adoption.
This leave cannot be taken intermittently or on a reduced schedule basis and must be taken
during the first 6 months immediately following the birth or placement of the child.
Note: If both spouses work for a Cook company, both will be eligible for the Parental Leave and
do not have to use it separately.
M. Work-Related Injuries
If an employee suffers a work-related injury, he or she may be entitled to worker’s compensation
benefits, including medical cost reimbursement and lost wage benefits. Unless applicable law
requires otherwise, the company does not provide additional leave for work-related injuries
beyond that described above. Cook Regentec January 2017
Hourly Employees
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For work-related injuries, the company, at its discretion, may make “light-duty” work
assignments available as a means of avoiding the need for a leave of absence. Light-duty
assignments are temporary and normally will not exceed 30 to 60 days. The length of
each light-duty assignment will be determined by the company on a case-by-case basis,
taking into account various factors, including the medical condition, job duties, and needs
of the business. Contact Human Resources for more information, if necessary.
N. Leaves and PTO
Any employee whose total use of any form of approved leave (except jury duty and
bereavement leave)extends one full week beyond 12 weeks during any calendar year will result
in the reduction of PTO that may be accrued in the following calendar year. After the 13th week
of total leave, an employee’s PTO accrual will be reduced by 8 hours and an employee’s PTO
accrual will be reduced by 8 additional hours every two weeks thereafter, consistent with the
following schedule:
Full Weeks of Leave
Beyond 12 Weeks of Approved Leave Reduction of Accrued PTO Hours
1 full week (13th full week of total leave) 8
2 full weeks (14th full week of total leave) 8
3 full weeks (15th full week of total leave) 16
4 full weeks (16th full week of total leave) 16
(Continues, if necessary, in accordance with above rules)
State laws may require administration of this policy to differ on the basis of an employee’s
residence and/or primary workplace.
O. Short-Term Disability Pay
Full-time employees are eligible to receive short-term disability (STD) pay after completing 4
weeks of employment. An eligible employee who is on an approved continuous FMLA leave,
MLOA leave or EMM leave for the employee’s own serious health condition is eligible to
receive, beginning on the 8th calendar day of his or her leave, reduced pay at a rate equal to 70
percent of the employee’s regular hourly pay times 40 hours of work (excluding any CRT bonus
or other compensation or benefits), for the duration of the approved leave.
Employees on intermittent leave will not be eligible for STD pay.
An employee’s right to receive STD pay is contingent upon the employee providing required
medical certifications as requested by the company or required by law. Failure to do so may
result in a delay or denial of STD pay. In addition, an employee on an approved FMLA leave,
MLOA leave or EMM leave is not eligible to receive STD pay if the company makes available to
the employee an alternative position for which the employee is qualified that can accommodate
the employee’s medical conditions.
If an employee’s leave is a result of a work-related injury that entitles the employee to worker’s
compensation lost-wage benefits, the employee will not receive STD pay. Rather, the employee
will receive only the applicable worker’s compensation lost-wage benefits.
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Full-time employees are eligible to receive STD pay for maternity leave after completing 4
weeks of employment. An eligible full-time employee who is on an approved FMLA leave,
MLOA leave or EMM leave due to the employee giving birth to a child will receive 6 weeks of
STD pay for a normal birth and 8 weeks of STD for a Caesarean section. Such STD pay shall
be measured from the 8th day following the date of the child’s birth.
NOTE: All of the above polices may be administered differently when employees are on an
alternative work schedule, (e.g. 4- 10 hour days, 4- 9 hours and one 4 hour, etc.) Employees
will be notified by their management team of any differences
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V. EMPLOYEE BENEFIT PLANS
A. Health, Retirement, and Related Benefits
Cook has designed benefit programs to assist eligible employees in the event of illness,
disability, death, or retirement. These plans generally include group health insurance, life
insurance, short-term and long-term disability, 401(k), and profit-sharing plans. Each of our
benefit plans is described in summary plan description booklets that are available from Human
Resources.
All terms and conditions of the benefits are set out in the master policies that shall control,
notwithstanding any provision in this manual or other statement to the contrary. The master
policies are available for inspection upon request. Policies, carriers, benefits, coverage,
provisions, and other features of the company’s benefit programs may be changed from time to
time.
In no event shall Cook be liable for any claim under an insurance policy. A claim that has been
denied by the carrier or insurance administrator shall be pursued exclusively as provided by
applicable federal or state law.
Please contact Human Resources if you have questions about eligibility for benefits.
B. Educational Assistance Program
Cook has established an educational assistance program to help eligible employees develop
their skills and enhance their performance. Full-time or variable employees are eligible to
participate in the program. Further details concerning this program are available from Human
Resources.
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VI. EMPLOYEE ATTENDANCE
A. Attendance Guidelines
Regular attendance and punctuality are important elements in our efforts to maintain
high levels of productivity. Reassigning staff or revising schedules to accommodate
absences and tardiness prevents us from reaching our goals and places a burden on all
employees. We recognize, however, that employees on occasion may need to miss
work, arrive late or leave early due to illness or other unexpected reasons. With this in
mind, we have implemented the following attendance policy for all regular, full-time
hourly employees.
1. Absence Reporting
If it is necessary for an employee to be absent, the following procedures MUST be used:
• All absences and late arrivals, whether excused or unexcused, must be reported
by employees prior to their scheduled starting time. The employee should directly
communicate with a member of his or her management group by a method that
may include in-person, telephone, voicemail, e-mail or text. Employees will be
advised during orientation of their department’s reporting procedures. The
employee should advise management whether PTO or another applicable
excused absence is being used. If the employee does not receive
acknowledgement in a reasonable period of time and would like confirmation of
his or her request, then it is the employee’s responsibility to provide additional
communication. Management will direct the employee to report any additional
days of absence, depending on the circumstances. Failure to notify the company
of an absence as described above will result in the issuance of a final warning
which will remain in effect for 30 days.
• If the employee has to leave work during the work day, the employee should
report the absence at least one hour if possible before the commencement of the
absence in person to someone in the employee’s management group. If such
advance notice is not possible, the employee should report the absence as soon
as possible.
• If an employee believes his or her absence will last more than three consecutive
work days, it is the employee’s responsibility to notify management as soon as
possible. This will aid in determining how to properly designate the employee’s
leave of absence.
2. No-Call/No-Show
A No-Call/No-Show for three consecutive work days will be deemed job abandonment
and a voluntary resignation.
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3. Tardiness
Employees are expected to report to work on time and work their regular shift.
Employees must be at their work or gowning area ready to begin work at their scheduled
start time. Employees must also be at their work or gowning area at the end of their
designated work breaks and lunch periods.
In addition to any other discipline applicable under the 48-hour rule, multiple occurrences
of tardiness within a 3-month period will result in the following disciplinary process:
• 1st occurrence – Written notice
• 2nd occurrence - Written warning
• 3rd occurrence - Final warning
• 4th occurrence - Additional discipline up to and including termination
Clocking in exactly at the beginning of your scheduled shift; clocking out prior to the end
of your scheduled shift; and coming back late from breaks and lunch is not acceptable
and will be looked at as a performance issue but not be considered tardy. These
instances will be subjected to progressive discipline.
4. Management Discretion
IMPORTANT: Each situation of excessive absenteeism or tardiness will be evaluated
on a case-by-case basis. However, even one unexcused absence or tardiness may be
considered excessive, depending on the circumstances. In addition, consistent misuse
of the 48-hour rule may subject an employee to additional discipline up to and including
termination. Management reserves the right to skip progressive discipline and impose
any level discipline for absenteeism and tardiness.
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VII. EMPLOYEE CONDUCT
A. Dress Code/Personal Hygiene
Cook is a place of business and, as a result, has many visitors. Employees are therefore
expected to dress in an appropriate manner. Any inappropriately dressed employee, as
determined by management, may be asked to wear a lab coat or may be sent home to change
clothes. If the employee is sent home, it will be without pay unless management permits the
employee to make up the time missed.
In addition, good personal hygiene is extremely important because of the nature of our business
and the controlled manufacturing environment.
Please refer to company Quality System Documents for complete detailed requirements.
B. Solicitation and Distribution
In the interest of maintaining a proper business environment and preventing interference with
work and inconvenience to others, employees may not distribute literature or printed materials
of any kind, sell merchandise, solicit financial contributions, or solicit in any manner (e.g.,
telephone, e-mail, or orally) for any cause during working time. Employees who are not on
working time may not solicit employees who are on working time for any cause or distribute
literature of any kind to them. “Working time” means the time that an employee is required to
perform work duties. Working time does not include an employee’s meal period or breaks.
Employees may not distribute printed materials of any kind in working areas at any time.
Non-employees are prohibited from distributing printed materials or soliciting employees on the
company’s premises at any time.
C. Use of Company Property
Cook employees are expected to exercise due care and caution in the use of company property
and to use such property only for authorized purposes. Negligence or intentional misconduct in
the care and use of company property may be cause for discipline up to and including
termination. The unauthorized removal of company property from the company’s premises or
the unauthorized use of company property for personal purposes shall be considered cause for
discipline up to and including termination. Company property issued to an employee must be
returned to the company upon the employee’s termination or upon request by the company.
Any employee who fails to return company property will be responsible to Cook for the cost of
replacing the property.
D. Zero-Tolerance Workplace Violence
Cook is concerned about increased violence in society, which has also filtered into many
workplaces throughout the United States. As a result, Cook has developed this “zero-tolerance”
policy to prevent incidents of violence from occurring.
Cook expressly prohibits any acts or threats of violence by any employee against any other
employee on or off company premises at any time. Any employee who engages in any
threatening behavior or acts of violence or who uses any obscene, abusive, or threatening
language or gestures will be subject to immediate disciplinary action up to and including
Cook Regentec
Hourly Employees January 2017
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termination. Cook expressly prohibits any acts or threats of violence by or against any of its
employees, customers, or visitors at any time while they are on company premises or
engaging in business with or on behalf of Cook off of company premises. Cook will take
immediate action when dealing with employees, former employees, customers, and visitors
who engage in such behavior. Such action may include notifying the police or other law
enforcement personnel in prosecuting violators of this policy to the maximum extent of the
law.
Employees, customers, and visitors are strictly prohibited from bringing firearms or other
weapons on the company premises except as otherwise permitted by law.
Any employee who displays a tendency to engage in violent, abusive, or threatening behavior,
or who otherwise engages in behavior that Cook, at its sole discretion, deems offensive or
inappropriate, will be subject to immediate disciplinary action up to and including termination.
In furtherance of this “zero-tolerance” policy, employees have a “duty to warn” their supervisors,
security personnel, compliance officer, or Human Resources of any violation or threatened
violation of this policy, including any suspicious workplace activity, situations or incidents that
they observe or become aware of involving other employees, former employees, customers, or
visitors. This includes, for example, threats or acts of violence, aggressive behavior, offensive
acts, and threatening or offensive comments or remarks. Employee reports made pursuant to
this policy will be held in confidence to the maximum possible extent. Cook will not condone
any form of retaliation against any employee for making a report under this policy.
E. Computer and Electronic Information
It is the policy of Cook to ensure that its information systems are maintained and used in a
secure fashion. This policy applies to all employees, contractors, and visitors to any Cook
Group company. This policy refers to all company-owned or leased information systems,
including computers, voicemail, servers, intranet, Internet, and e-mail access and electronic
devices, and data storage media such as PDAs, disks, CD-ROMS, and USB drives (systems).
Confidentiality: All messages, documents, and files created, sent, received, or stored on the
systems are the sole property of the company. The company reserves the right to review,
intercept, delete, and archive all messages, documents, and files, without notice to the
employee, even when password protected or erased.
• Information. Although the company reserves the right to retrieve, inspect,
delete, and archive all messages, documents and files, employees are
responsible for protecting all company-confidential information, and company-
confidential information removed from the company should be returned as soon
as possible. No copies of company-confidential information should remain
outside the company.
• Passwords. Employees are to password protect all systems. Employees should
contact the Information Technology (IT) department for instructions. Employees
are required to use passwords to lock computers and electronic devices when
not in use.
Security: All company employees are responsible for maintaining IT security. Electronic
communications relating to the company must be kept in the company’s systems. Company-
related e-mail is not to be passed through personal e-mail accounts such as AOL, Google, or
Hotmail. Employees who attempt to hack into company systems or engage in other unlawful
conduct will be subject to discipline.
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Software and Downloads: All software and file downloads must be coordinated through IT.
Employees are prohibited from installing personal software.
• Equipment. Employees must use their best efforts to protect company-owned
equipment, data, and trade secrets. Company-owned equipment shall be
returned upon termination.
• Personal Equipment. Employees shall not connect personal computers or
electronic devices to the systems without permission from IT. The company
reserves the right to scan personal computers, devices, files, and data.
• Contractors and Visitors. Employees must monitor the activities of contractors
and visitors on the company premises. Contractors and visitors are prohibited
from connecting computers or other electronic devices to the systems without
permission from IT.
• Photographs. Contractors and visitors are prohibited from taking photographs
on company property without written permission from Legal.
Company E-mail: Use e-mail wisely because a sent message cannot be canceled. Use
business-like language and tone. Messages must be factual and concise.
Prohibited Content: The following are examples of uses of e-mail that are strictly prohibited:
• Activity in violation of any domestic or international law.
• E-mail that violates the company’s Equal Employment Opportunity Policy.
• E-mails that contain false or defamatory statements regarding Cook, its
employees or another company.
• Sending outside the company e-mails that include nonpublic information or
company inventions, designs, trade secrets, or confidential information.
• E-mails including copyright-protected material, e.g., newspaper or journal
articles. Employees may use hyperlinks to copyright-protected material available
on the internet.
• Chain letters, junk mail, viruses, or spam.
• E-mails promoting charitable or political events without permission from company
management.
Disclaimers: The company may place disclaimer statements on all outgoing e-mails.
Employees must not disable disclaimers placed on outbound e-mails.
Sender Identity: No e-mail may be sent that attempts to hide the true identity of the sender.
Reporting: E-mail containing prohibited content and e-mail containing viruses or any suspected
security issue should be reported to company management immediately.
Any known or suspected data breach of clinical data, including personal health information,
must be reported immediately to the privacy officer at Cook Group Incorporated at
812.331.1025.
Format of E-mail Messages: All e-mails should be sent in Arial unless Arial is not available. Any
other choice must be a simple, sans serif font. The background image must be white. No other
graphic images or text, including Cook’s logo, wallpapers, slogans, or quotations may be
contained in an e-mail. The Cook format for employee signatures is as follows:
Hourly Employees Cook Regentec January 2017
31
NAME AND PROFESSIONAL CREDENTIALS (Font= 12pt Arial, Bold, Black)
TITLE/SBU NAME Font = 12pt Arial, Regular, Black)
LOCATION (Font = 12pt Arial, Regular, Black)
COMPANY NAME (Font – 12pt Arial, Regular, Gray)
Street/P.O. Box
City, State ZIP Country
000.000.0000 ext. 000000
000.000.0000 (company cell or mobile)
cookmedical.com
CONFIDENTIALITY NOTICE: This email and any files transmitted with it are confidential and may be
privileged. If you are not the intended recipient, you many not read, copy, print, forward or use this information.
If you have received this emailing error, please notify the sender immediately.
(CONFIDENTIALITY NOTICE (Optional)- Font = 9pt Arial, Regular, Gray)
Retention of E-mail: Cook observes the following retention periods for the below-listed folders
and will automatically delete e-mail in those folders after the listed time.
Deleted Items Deleted after 30 Days
Spam Folder Deleted after 14 Days
Sent Folder Deleted after 60 Days
Inbox Deleted after 60 Days
Litigation and Government Investigations: Employees will be notified by Legal of the need to
preserve documents, including e-mail, as part of a “litigation hold.” Until notified by Legal that
the litigation hold is lifted, employees must:
• Preserve all documents
• Disable any automatic delete functions (e-mail, voicemail, text messaging)
• Suspend following company record retention polices
Internet Use: The systems are company property and are intended for business use consistent
with company policies and the Code of Conduct. Subscriptions to mailing lists, chat rooms, and
other services must be company related. Disclosing confidential information over the Internet is
prohibited.
Internet sites can and do monitor access and usage and can identify both the user’s name and
Cook’s name accessing their services. Accessing an Internet site leaves company-identifiable
electronic “tracks,” even if the user merely views the material. Exercise appropriate caution.
Employees are allowed moderate personal Internet use. Personal use must:
• Be consistent with Cook’s Code of Conduct
• Not interfere with productivity
• Be in compliance with this policy
Hourly Employees Cook Regentec January 2017
32
F. Employee Engagement in Social Media
Social media is changing the way employees work and engage with each other, clients, and
partners. Social media includes web technologies and sited such as blogging, microblogging
(Twitter), photo sharing (Flicker, Instagram), video sharing (You-Tube, Snapchat) lifecasting
(Periscope, Facebook Live), and social networking (Facebook, LinkedIn). Cook is increasingly
exploring how online discourse through social media outlets can empower our employee as
global professionals, innovators, and citizens. We believe that through effective social media
interactions, Cook’s greatest asset- the expertise of its employees - can be shared with clients,
partners, and the communities in which we operate.
Cook has therefore made a strategic decision to embrace social media. We continue to
advocate, however, that our employees use social media in a responsible, lawful, and
professional manner. To assist employees in avoiding the negative aspects of social media,
here are some guidelines to be followed:
1. Do not engage in any conduct that would violate law, the Cook Code of Conduct
or any company policies, including its equal employment opportunity policy. If
you unlawfully harass or threaten another company employee, the company will
investigate and take appropriate disciplinary action.
2. If you talk about your job or our business on a website, use a disclaimer such as:
“These are my personal views and not those of Cook Medical.” Only those
officially designated by the company have the authority to speak on behalf of the
company. Cook’s logos, trademarks or name may not be used name in a
manner that violates company policies or law.
3. Use a personal email address to sign up for social media accounts. Do not use
your Cook email address.
4. In order to avoid consumer confusion and violations of law, do not post about
Cook products, brand names or post images of products on any social platform,
including private/closed groups.
5. Do not violate the company’s confidentiality and intellectual property policies.
6. Cook wants to ensure a consistent, controlled message regarding its products
and business. Accordantly, employees should not speak to the media on Cook’s
behalf without prior approval.
7. Always be fair and courteous to fellow employees, customers, suppliers or
people who work on behalf of Cook. If you decide to post complaints or criticism,
avoid using statements, photographs, video or audio that reasonably could be
viewed as malicious, obscene, threatening or intimidating that disparage
customers, employees, suppliers, or that might constitute harassment or bullying.
8. Do not engage in conduct that negatively affects your job performance.
Nothing in this policy shall be interpreted to prohibit concerted activities by employees that are
protected by law.
To ensure that the use of any electronic communication systems, social media properties, and
business equipment owned or operated by Cook is consistent with this policy, the company may
monitor the use of such systems, properties, and equipment from time to time and resolve,
remove, and/or correct items, as necessary.
Hourly Employees Cook Regentec January 2017
33
G. Drug and Alcohol Policy/Smoke-Free Environment
A drug-free and alcohol-free workplace is vital to Cook, to workplace safety, to the quality of our
services, and to the productivity of our employees. In accordance with this policy, no employee
shall report for work or remain at work when he or she uses or is under the influence of alcohol
or illegal drugs (including the illegal or improper use of legal drugs). In addition, the unlawful
manufacture, distribution, dispensation, possession, sale, or use of a controlled substance in the
workplace or while engaged in Cook business off company premises is strictly prohibited. Such
conduct is also prohibited during nonworking time to the extent that, in the opinion of Cook, it
impairs an employee’s ability to perform on the job or threatens the reputation or integrity of
Cook. Cook reserves the right to test for prohibited drugs as permitted by law, including pre-
employment, post-accident, random, and reasonable-suspicion testing. Cook also reserves the
right to test for alcohol as permitted by law, including reasonable-suspicion testing. As part of
its drug testing protocol, and in accordance with applicable state or local law, Cook or its
designated agent shall be authorized to conduct urine testing (or other reasonable means of
testing) for the purpose of laboratory analysis to detect the presence of prohibited drugs.
Searches and Violations of Policy: Entering Cook’s property constitutes consent to searches
and inspections. If Cook suspects an individual of violating this policy, it may ask the individual,
subject to applicable federal, state or local law, to submit to a search or inspection at any time.
Searches can be conducted of pockets, clothing, lockers, wallets, purses, briefcases, lunch
boxes, desks, workstations, vehicles, and equipment. In addition, subject to applicable federal,
state or local law, Cook reserves the right to immediately discipline any employee who violates
this policy, refuses to submit to testing, or provides false information, up to and including
termination.
The campus and buildings of Cook Regentec are smoke free.
H. Confidentiality
Employees may be given access to, generate or otherwise come into contact with or become
aware of proprietary, confidential or competitively sensitive information and materials that are
the property of or relate to the company or one or more of its affiliates and are not generally
known by the public (“Confidential Information”). Confidential Information includes, but is not
limited to, financial information, profitability information, pricing information, protected health
information, and customer information. Confidential Information is the exclusive property of the
company. Employees therefore are strictly prohibited from directly or indirectly using, divulging,
disclosing or communicating any Confidential Information (except as necessary to properly
perform duties as an employee of the company or with the prior written consent of the
company). Employees are further expected to use reasonable care to avoid publication or
dissemination of any Confidential Information.
Failure to follow this policy may result in disciplinary action up to and including termination. As a
condition of employment, employees may be required to sign employee confidentiality
agreements. Nothing in this policy shall be interpreted to prohibit concerted activities by
employees that are protected by law.
I. Code of Conduct
Cook has adopted a Global Code of Conduct that is applicable to all Cook employees. The
c\Code is distributed to all employees along with an Employee Communication Card.
Employees should review the Code and become familiar with it. Help us make Cook better.
You may raise a concern to your supervisorC, omoaknRaeggeerntoercHuman Resources as outlined on the
Hourly Employees January 2017
34
Employee Communications Card. You may also use the phone number 1.877.353.8442. Calls
and reports can be made anonymously and all concerns can be made without fear of retaliation.
The Code of Conduct, Ethics and Compliance Program documents and other Cook policies can
be found on the Cook Group Ethics & Compliance website: compliance.cookgroup.com
J. Behavior of Employees
Certain rules and regulations regarding employee behavior are necessary for the efficient
operation of the company and for the benefit and safety of all employees. Conduct that
interferes with operations, is offensive to customers or prevents fellow employees from
performing their jobs will not be tolerated. Moreover, many employees are unsuccessful in their
jobs due to improper behavior and conduct as opposed to poor job skills or performance.
All employees are expected to conduct themselves in a manner that is conducive to the efficient
operation of the company.
K. Disciplinary Process
When a rule or policy has been broken, or an employee has exhibited unacceptable behavior,
disciplinary action to prevent a recurrence is required. Cook generally recognizes four steps in
the disciplinary process:
1. Written notice
2. Written warning
3. Final Warning
4. Suspension without pay or termination
Management reserves the right, at its discretion, to bypass any of the above steps and utilize a
higher level of discipline for any given occurrence or accumulation of occurrences. The severity
of discipline will depend upon the severity of the occurrence as well as the employee’s work
history.
Written notices and written warnings will be retained in the employee’s personnel file as a
record of work performance. Final warnings are in effect for varying periods of time (depending
upon severity, up to one year), during which time an employee will not be eligible for employee-
requested transfers, or promotions.
L. Termination of Employment
All employees are employees-at-will. Thus, an employee’s employment is terminable at will with
or without notice or cause by the employee or Cook. If an employee wishes to terminate his or
her employment, the employee is strongly encouraged to notify Cook in writing at least two
weeks in advance of his or her intended termination. If an employee’s decision to terminate is
based on a situation that could be corrected, the employee should discuss it with his or her
supervisor before making a final decision. Cook reserves the right to accept an employee’s
notice of termination and to accelerate such notice and make the termination effective
immediately or on any other date prior to the employee’s intended last day of work.
At the time of an employee’s termination, Cook will normally conduct an exit interview with the
employee. At the exit interview, the reasons for the employee leaving will be discussed,
arrangements for payment of the employee’s final paycheck will be made (e.g., confirm correct
mailing address) and information regarding the employee’s insurance coverage and other
iHnofourrmly aEtmiopnloryeeleevsant to his or her employmeCnot owkilRl beegeenxtepclained. Generally, an emploJyaeneu’asryfin20a1l 7
35
paycheck will be available on the next regularly scheduled payday for the pay period in which
termination occurs.
At the time of the termination (by the end of the last day worked), the employee must return all
company property to his or her supervisor
Hourly Employees Cook Regentec January 2017
36
A Final Word…
The average company survives and grows because it meets needs: the needs of its customers,
its owners, the community, and you, the employee. Cook strives continually to meet this
challenge by providing quality services and products as well as competitive salaries and a
sound fringe-benefit package for our employees.
Your job is dependent on your success and growth as an individual. If you grow with the
company, it will grow with you.
What can you do to help Cook remain successful in the marketplace? You can strive daily to
produce the best and most courteous service available anywhere.
If you enjoy your job and feel that Cook is a good place to work, tell your friends. If not, tell your
supervisor or Human Resources. If you know of someone seeking employment that you feel
would make a good employee, refer him or her to Human Resources.
Cook is a good place to work. It is a good place to work because good people work here. We
care about each other and we care about our customers. Each goes hand-in-hand and is vital
to the success of any business.
Hourly Employees Cook Regentec January 2017
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